related to rights

related to money

skill improved

related to people

structural barriers

behavioral disorders

degree of vertical integration

information mastery

Buyer (seller) concentration or business volume

Degree of product differentiation or asset specificity

There are many evenly matched competitors in the industry

Industrial development is slow

Customers believe all products are the same

The industry has excess productivity

Products with low barriers to entry and high barriers to exit

self-positioning

Focus on segmentation

Strategic Alliance

denial strategy

static model

Improper assumptions

Too ideal

Limited information

ignore cooperation

Assumptions that competitors make about themselves or about other businesses

core competencies

Growth ability

Quick response ability

ability to adapt to changes

Stamina

Helps understand competition among strategic groups

Helps understand mobility barriers among groups

Helps understand the main focus of competition within strategic groups

Anticipate market changes or identify strategic opportunities

Visible and can be directly measured in currency

Long-term accumulation, no physical form

physically unique resources

Resources with path dependencies

Resources with causal ambiguity

Economically constrained resources

R & D capabilities

Production management capabilities

Marketing ability

financial capability

Organizational management capabilities

feature

Benchmark analysis

human Resources

Natural Resources

intellectual freedom

capital resources

infrastructure

customer needs

Organizational structure system culture relationship finance system

Loading and unloading of raw materials into storage

Final product orders shipped

Processing Manufacturing Equipment Maintenance

Advertising Pricing Sales Channels

training repair

The market growth rate is set at 10%

Relative market share is bounded by 1

star business

problem business

cash cow business

Thin dog business

develop

Keep

harvest

give up

limitation

Industry attractiveness

competitive position

biased

Not applicable to companies with many business types

Requires a lot of data and is difficult to operate

Advantages: Achieve economies of scale and gain competitive advantage

Applicable conditions: legal monopoly, large potential, sufficient resources, fierce competition, significant scale

forward integration

backward integration

spread risk

Find new growth points

Use spare funds

Leverage existing market image and reputation to enter new markets

Original industry risks

overall market risk

Industry entry risk

Industry exit risk

Internal business integration risks

Strategic restructuring needs

Internal and external environmental factors

Tighten your belt and live life

Adjust product positioning and marketing strategies

Sell ​​Transfer Cease Operation

Employee placement costs, labor agreements

Employee resistance

Unemployment problem

Category

attitude classification

Funding source classification

Identity classification

Avoid entry barriers, enter quickly, and seize market opportunities

Gain synergy

Overcome negative externalities of enterprises, reduce competition, and enhance control over the market

poor decision making

Enterprise integration cannot be carried out well after mergers and acquisitions

Overpaying for M&A

Cross-border mergers and acquisitions face political risks

Promote technological innovation

Avoid business risks

avoid reducing competition

Realize resource complementation

Open up new markets

Reduce coordination costs

Equity strategic alliance

contractual strategic alliance

Low entry barriers and exit barriers

Diverse market demands lead to high product differentiation

Economies of scale do not exist or are difficult to achieve

policy

The company does not have enough strength

Overcome fragmentation and gain cost advantage

Increase product added value

Specialization Goal aggregation

Avoid seeking dominance

Maintain strict strategic constraints

Avoid over-centralization

Understand competitors’ strategic goals and overhead costs

Avoid overreacting to new products

Difficulties in selecting, acquiring and applying proprietary technology

Insufficient supply of raw materials, parts, funds and other supplies

Customer Confusion and Waiting and Seeing

Reaction of the substituted product

Lack of courage and ability to take risks

Shape industrial structure

Correctly Treat the Externalities of Enterprise Development

Pay attention to changes in industry opportunities and barriers

Choose the right time and field to enter

Fundamental rules for reconstructing market boundaries

Consumer market segmentation basis

Industrial market segmentation basis

undifferentiated marketing strategy

Differentiated marketing strategy

centralized marketing strategy

Strategies to seize or fill market gaps

Market positioning strategies to coexist or confront competitors

Market positioning strategies to replace competitors

Product portfolio strategy: expansion, reduction, product extension

product development strategy

Brand and Trademark Strategy

Basic pricing method

Main pricing strategies

New product pricing strategy

Distribution channel type

Components of a Promotional Mix

Promotional mix strategy

Manufacturer's inventory plus direct shipping

Manufacturer's inventory, direct shipping plus in-transit consolidation

Distributor inventory plus carrier delivery

Distributor inventory added to door delivery

Manufacturer or distributor inventory plus customer pickup

Retailer inventory plus customer pickup

React quickly and seize opportunities

Waiting for orders - gathering resources - producing

Gather a small amount of resources - receive orders - produce

Collect resources - produce - wait for orders

Advantages: Building strong relationships, keeping information confidential, economies of scale, high-quality supply

Disadvantages: Suppliers have strong bargaining power and supply interruptions

Advantages: Stable supply Enhanced bargaining power Obtain more information

Disadvantages: Unstable relationship

According to stock availability Disadvantages: Insufficient communication between enterprises and suppliers Lack of consideration of production needs and market changes Lack of cooperation in other aspects

Prepare purchasing plan according to production plan Disadvantages: meticulous planning, but complex calculations

The company places an order with the supplier and requires the goods to be delivered to the appropriate location. Meet demand, zero inventory Disadvantages: Few or single suppliers Advantages: Establish long-term cooperative relationships Small batch size and high delivery frequency

Resource sharing, inventory managed by suppliers Advantages: Enterprises establish in-depth cooperative relationships with suppliers

Automation, visualization, standardization, controllability Digital platform eliminates manual labor

Advantages: Be on your own, have a sense of identity, be familiar with each other, save costs

Disadvantages: Overly competitive, difficult to appease, nepotism

Advantages: Fresh blood, avoid competition

Disadvantages: Attacking insiders and not understanding each other

Resume and interview based

Employees come from outside. Promotional ladder is narrow. HR decision-making emphasizes skills.

multiple methods

Employees are sourced from within, promotion ladders are broad and flexible, business unit decisions are made, and cultural fit is emphasized.

psychological test

Use your own money, but too little is not enough

Issuing shares is costly

Determined to sell, may be sold cheaply

loan

lease

high high

high low

low high

low low

Sales growth rate > sustainable growth rate, return on capital < capital cost

Sales growth rate > sustainable growth rate, return on capital > cost of capital

Sales growth rate <sustainable growth rate, return on capital> cost of capital

Sales growth rate＜sustainable growth rate, return on capital＜cost of capital

A global multinational enterprise network organization that connects production, sales, recycling and other processes to realize the value of goods or services worldwide.

monopoly advantage

bridge

Non-critical production activities

Supporting services

Foreign Direct Investment

Obtain goods and services through normal trade

capture type

Modular type

Relevant

Process upgrade

product upgrade

Function upgrade

Value chain upgrade

There is great pressure from globalization, but local advantages cannot be transferred.

The pressure of globalization is great, and the advantages of ontology can be transferred

There is little pressure from globalization and local advantages cannot be transferred.

There is little pressure from globalization and local advantages can be transferred

Advantages: Many management layers facilitate control Disadvantages: slow response, difficult to implement,

Advantages: timely response to market changes Disadvantages: easy to cause management loss of control

Advantages: coordination, quick decision-making, economies of scale Disadvantages: Long decision-making time, limited employee development

Advantages: Reduce communication barriers, improve responsiveness, motivate Disadvantages: difficult to coordinate, out of control management, inconsistent goals

Less flexibility, lack of professional division of labor, and reliance on personal abilities Suitable for small businesses

Division of labor according to functional specialization Adapt to single business enterprise

Advantages: Economies of scale, developing functional experts, improving efficiency, monitoring Disadvantages: Difficult to determine profit and loss, individual management slows down reaction speed

Divide by business, product, service and market

Regional Business Unit

Product Brand Division

Market Segmentation Division

Multi-business unit structure Suitable for enterprises with multiple businesses

Suitable for large-scale and diversified enterprises

Advantages: Reduce span of control, reduce excessive information, easy to evaluate and monitor

Disadvantages: The headquarters and business divisions have become alienated, causing competitive friction.

Two or more command channels, two lines of budget entitlement, two sources of performance rewards

Suitable for control issues of very complex projects

Holding company

Applicable to many business fields and global competition

International Department Structure

Global regional segment structure

Global product segment structure

transnational structure

Adapt to each other and adjust on your own

direct command direct control

Work process standardization

Standardization of work results

Standardization of memory knowledge

shared values

Initial development stage shortly after establishment - market penetration strategy simple structure

After starting development-market development strategy functional strategy

Further development – ​​vertical integration strategy Business unit structure

Maturity stage-diversification strategy Strategic business units matrix system H type

Defensive and conservative

Innovation

rational analysis

Consolidate and strengthen corporate culture Leverage corporate culture to stabilize

Use previous data or build on existing data

Re-evaluate every period

Holistic long-term

sales net profit

Profitability and rate of return indicators Shareholder investment indicators Liquidity indicators

Reason: It is easy to detect changes by comparing different periods Ratios are more suitable for measuring corporate performance Adapt to performance indicators Ratios provide tools and methods for summarizing comparable

Disadvantages: Difficulty in obtaining information and limitations in use It is difficult to compare the performance of different companies in different industries or the same industry Ignore other strategic elements

Services Human Resources Marketing Sales Growth Market Share Number of Customers

Reason: Responding to and monitoring non-financial aspects of operating performance Provide more timely information than financial indicators Easily understood and used by non-financial people Avoid short-term behavior to better reflect the company’s true performance The scope of incentive and control personnel is wider, covering non-responsible personnel

Disadvantages: Unable to use a unified ratio standard. It is not easy to detect changes and make comparisons.

outcome indicators

relevant to customers

motivational indicators

motivational indicators

Informatization

Digitizing

Intelligent

Transformation of organizational structure to platform

Build a fusion structure of traditional and digital

Taking the new organizational structure as the main form

The influence of Internet thinking

The impact of diversification

Impact of consumer engagement

personalise

Intelligent

Connectivity

Ecological

technological change

organizational change

managing change

predatory financing

predatory capital operations

insider trading

Excessive encouragement

Governance Management and all employees participate

survival and development

Guaranteed normal operation

Achieve stable income

Ensure risk management is aligned with strategic objectives

Strengthen corporate culture construction

Maximum possible loss (loss only)

Probability value (probability only)

Expected value (probability ➕ loss)

Volatility

Value at risk (probability ➕ loss)

intuitive approach

Insurable pure risk Uninsurable opportunity risk

Reduce costs and improve cash flow